Google’s frontline teams helping customers needed a new staffing model to better support strategy shifts and employee development. It needed to be scalable and dynamic, so we created a job market, giving employees and managers choices.

What works in research doesn’t often transfer in practice. Learn what Dawn Klinghoffer, Microsoft’s HR Business Insights lead, has to say about navigating the research-practice divide and bringing analytics to the business.

Building a culture of trust can be a powerful way to improve performance. Neuroscientific research shows that trust reduces social frictions and promotes cooperative behavior among colleagues — and that managers can create high-trust, high-performance teams.

Leaders get frustrated when they can’t just point in one direction and get everyone to follow; teams get equally frustrated with inconsistent, unprioritized goals. OKRs (Objective & Key Results) help leaders and teams get aligned and innovate more quickly.

Sometimes it’s less about what data you have and more about how you communicate it to the rest of your business. Learn how Geetanjali Gamel, Director of Workforce Analytics and Planning at Merck & Co., Inc. and her team use research to influence decision making.

Fairness is critical to everything we do at Google, and that extends to our people. Googlers’ experiences -- of things like compensation, performance ratings, and promotion -- should be based on what they do, not who they are.

Google has learned more about managers since the original Project Oxygen research study in 2008. As the company has grown, we found that Googlers rely on their managers to make clear decisions and facilitate collaboration across teams.

There’s a flexibility gap: 80% of companies say they offer some form of flexibility, but only 19% of employees report having access to it. The solution, ironically, is to add more structure to flexibility.